This study examines the role of management control systems (MCS) in enhancing the performance of Higher Education Institutions (HEIs) in Indonesia, focusing on the interaction between enabling and coercive control systems within the framework of ethical work climate (EWC) and good university governance (GUG). The research highlights the importance of creating a positive ethical work environment to improve the effectiveness of MCS and governance practices. A survey was conducted with lecturers and administrative staff from private universities across Indonesia, with data analyzed using Structural Equation Modelling (SEM) to test the relationships between EWC, MCS, GUG, and HEI performance. The findings reveal that both Enabling and Coercive Control Systems positively influence HEI performance and contribute to the improvement of GUG. Additionally, a positive EWC strengthens the effectiveness of both control systems, fostering trust, transparency, and employee engagement. The study provides theoretical insights into how MCS and ethical climates shape governance and performance in higher education, with practical implications for HEIs administrators to optimize MCS, balance control systems, and cultivate an ethical work environment to enhance institutional success. Future research could further explore the impact of leadership styles and external factors on the effectiveness of these systems in different higher education contexts.

This study fills the research gap on the existence of joint control in management control systems—the object-oriented control framework (MCS-OOC)—by focusing on the interaction between results and action control, especially in companies that employ prospector strategies that were not considered in previous studies. This study aims to investigate the functioning of joint control by introducing a novel construct known as effectuation control, which forms effectuation MCS. Effectuation control is the synergistic, complementary, and simultaneous effects of a special relationship between action control and result controls. This study will contribute to the understanding of the dynamics of MCS or the control tightness of MCS-OOC. The Effectuation MCS model modifies the MCS-OOC model to account for uncertainty factors, thereby leveraging its capabilities to ensure the long-term sustainability of the company. In terms of methodology, this research will employ two initial models and two modified models, one for each of the prospector and non-prospector manufacturing companies. By comparing these four models and investigating several hypotheses using SEM-PLS, the results demonstrate that result control is no more significant toward existing capabilities when effectuation control is included in the model. Effectuation control significantly influences existing capabilities, whereas result control significantly influences new capabilities. In times of uncertainty and unpredictability, prospectors who implement a pay-for-performance system (result control) in conjunction with the implementation of sound policies, rules, procedures, and bureaucracy (action control) can leverage the company's existing capabilities and explore new ones, thereby enhancing its performance both now and in the future. Action control, a component of effectuation control, serves as a buffer against complex and confusing situations arising from high uncertainty, as every employee responds and refers to the same guidance, policies, rules, and procedures. On the other hand, result control serves as a buffer as well as a driving force, leveraging its capabilities to discover new capabilities amidst uncertainty with the aim of achieving breakthroughs, leading the market, and maintaining sustainability. This result is relevant only to prospectors, as they possess the ability to quickly adapt to uncertainty and seize opportunities presented by these changes, a trait that non-prospectors lack.

Several models have been developed to predict financial difficulties and corporate bankruptcy. In this research various models were employed, including the Altman model (referred to as the Z-Score), the Springate model (known as the S-Score), the Zmijewski model (designated as the X-Score), and the Grover model (referred to as the G-Score). These techniques serve the purpose of evaluating the likelihood of encountering financial difficulties, which in turn determines the probability of PT Garuda Indonesia (Persero) Tbk going bankrupt. The study utilized secondary data sourced from financial statements spanning the years from 2020 to 2022. The application of the Altman model for bankruptcy prediction revealed that PT Garuda Indonesia (Persero), Tbk experienced financial distress throughout the period from 2020 to 2022. According to the Springate model, the company was in a state of distress and declared bankruptcy in 2020 and 2022, while 2021 fell into a grey area. The Zmijewski model indicated that the company was on the brink of bankruptcy, with financial difficulties and a potential risk of bankruptcy within the next three years. Grover's model predicted bankruptcy for the company in 2020 and 2022, but indicated safety in 2021. Notably, the Taffler model emerged as the most accurate in forecasting bankruptcy, boasting a 100% accuracy rate with no errors. Meanwhile, the Zmijewski model achieved an 81.25% accuracy rate with an error rate of 18.75%, and the Springate model exhibited the lowest accuracy in bankruptcy prediction, scoring only 12.50% accuracy with an error rate of 87.50%.

The main criterion of a company is its financial performance. The purpose of this study is to examine the impact of Profit Management, Audit Committee, and Female Director Characteristics on firm sustainability as measured by financial performance at companies in the real estate construction sub-sector listed on the Indonesia Stock Exchange. Profit Management, Audit Committee, and Female Director Characteristics are independent factors, while company sustainability is dependent. Financial performance is the control variable. Discretionary Terms Net Profit - Cash and Cash Equivalents / Total Assets t-1) is used to measure earnings management, while ROA (Return on Assets) is used to measure financial performance. The data used in this study are secondary. The subjects of this study include 17 companies in the real estate construction sector listed on the Indonesia Stock Exchange. Purposive sampling was used to collect data for this study and data were obtained from eight companies. Classical hypothesis testing, multiple linear regression testing, coefficient of determination testing, path analysis and hypothesis testing are the analytical methods used. Based on the results, it can be concluded that earnings management has a positive and significant impact on financial performance; Audit committee has a positive and significant impact on financial performance; Characteristics of female directors have a positive and significant impact on financial performance; financial performance has a positive and significant impact on corporate sustainability; and financial performance can mediate the relationship between financial performance and corporate sustainability. Accordingly, strengthening earnings management, audit committees and the special role of female directors must be considered to improve a company's financial performance. Earnings management, audit committees and the characteristics of good female directors can then improve corporate sustainability. It will be higher if supported by strong financial performance. Earnings management, audit committees and female director characteristics can be optimized if supported by good financial performance.